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Time management

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Tiffany Chichester-Gilkes
Tiffany Chichester-Gilkes

This document outlines objectives and content on time management presented by Ms. Tiffany Chichester Gilkes. It defines time management and describes basic steps including planning, prioritizing tasks, and reprioritizing. It identifies priority setting traps and how to categorize tasks into "do," "do later," and "don't do." It also discusses leadership roles in time management, managing time at work and personally, and time wasters internally and externally. Finally, it differentiates between monochronic and polychronic time management styles.

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TIME MANAGEMENT Presenter: Ms Tiffany Chichester Gilkes RN
OBJECTIVES  Understand the definition of time management.  Describe the steps in time management.  Identifying priority settings and procrastination.  Outline the leaders roles and function in time management.  Identify how to manage time at work , daily planning , and personal time.  Identify time wasters both internally and externally.  Outline methods of time management.  Differentiate between polychronic and Monochronic time management styles.
TIME MANAGEMENT  Time management-is making optimal use of available time.  Is the act or process of planning and exercising conscious control over the amount time spent on specific activities ,especially to increase effectiveness , efficiency or productivity.
BASIC STEPS IN TIME MANAGEMENT step1 • Allow time for planning, and establish priorities step2 • Complete the highest priority task whenever possible, and finish one task before beginning another. step3 • Reprioritize based on the remaining tasks and on new information that may have been received.
PRIORITY SETTING AND PROCRASTINATION  Vacarro (2001) suggest that there are five priority –setting traps: 1. Whatever hits first –this occurs when an individual simply responds to things as they happen rather than thinking first then acting. 2. “Path of least resistance”-the individual makes an erroneous assumption that is always easier to do a task personally and fails to delegate appropriately.
CONT. 3. “Squeaky wheel”-the individual falls prey to those who are most vocal about their urgent request. 4. “Default’‟-the individual feel obligated to take on task no one else has come forward to do. 5. “Inspiration‟‟-individual wait until they become „inspired‟ to accomplish task.
HOW TO PRIORITIZE WHAT NEEDS TO BE ACCOMPLISH You must divide all requests into three categories: 1. “Don’t do”-items reflect problem that will take care of themselves , are already outdated or are accomplished by someone else. 2. “Do later”- the manager must be sure that large projects have been broken down into smaller projects and that a specific time line and plan for implementation are in place 3. “Do now”-most commonly reflect a unit‟s day-to-day operational needs.
LEADERSHIP ROLES IN TIME MANAGEMENT  Is self-aware regarding personal blocks and barriers to efficient time management as well as how one‟s own value system influences one‟s own use of time and the expectation of followers.  Functions as a role model , supporter ,and resource person to subordinates in setting priorities.  Assists followers in working cooperatively to maximize time use.
CONT.  Prevents and/or filters interruptions that prevent effective time management.  Roles models flexibility in working with other people whose primary time management style is different.  Presents a calm and reassuring demeanor during periods of high unit goals.
MANAGEMENT FUNCTION IN TIME MANAGEMENT  Appropriately prioritizes day-to-day planning to meet short-term and long-term unit goal.  Builds time for planning into the work place.  Analyzes how time is manage on the unit level using job analysis and time motion studies.  Eliminates environmental barriers to effective time management for unit time.
MANAGEMENT FUNCTION IN TIME MANAGEMENT CONT  Handles paper work promptly and efficiently and maintains a neat work area.  Breaks down large tasks into smaller ones that can more easily be accomplished by unit members.  Utilizes appropriately technology to facilitate timely communication and documentation.  Discriminates between inadequate staffing and inefficient use of time when time resources are inadequate to complete assign tasks.
DAILY PLANNING ACTIONS THAT MAY HELP THE UNIT MANAGER  At the start of each workday , identify key priorities to be accomplished that day.  Determine the level of achievement you expect each prioritized task.  Asses the staff assigned to work with you.  Review the short-and long -term plans of the unit regularly.  Plan ahead for meetings.  Allow time at several points throughout the day to assess progress in meeting established daily goals.
MANAGING TIME AT WORK  Gather all the supplies and equipment that will be needed before starting an activity.  Group activities that are in the same location .  Use time estimates .  Document your nursing interventions as soon as possible after an activity is completed .  Always strive to end the workday on time.
PERSONAL TIME MANAGEMENT  Personal time management refers in part to knowing of self.  Self-awareness is a leadership skill.  Managing time is difficult if a person is unsure of his or her priorities for time management including short-term , intermediate , and long term goals.  These goals give structure to what should be done today, tomorrow ,(2000)maintains that we should first analyze our work and time management efforts and then develop strategies that attack our problems because we each waste time differently
PTM CONT  Hansten and Washburn(1998)suggest that there a three areas of practice that consumes the time of the professional registered nurse: 1. Professional-refers to implementation of the nursing process – the ability to make assessment, plan care , effectively coordinated the efforts of the health care team and evaluate their effect. 2. Technical -includes technical or psychomotor tasks such as cannulation , catherization and injection. 3. Amenity care-is more service oriented , such as focusing on customer satisfaction by ensuring appetizing meals ,aesthetic environment , surroundings, and friendliness of all staff.
TIME WASTERS 1. Don‟t make yourself overly assessible. 2. Interrupt 3. Avoid providing socialization 4. Be brief 5. Schedule long –winded pest 6. If you would like to chat and have the time to do so, use coffee breaks and lunch hours for socializing.
TIME WASTERS CONT  TECHNOLOGY- Marano (2006) suggest that what differentiates procrastination today from a century is the variety of distractions and diversions available e.g. internet, chat room, online card games and x-box.  Belkin (2005) suggest that technology provides endless ways to waste time.  AOL and salary.com found 45% of respondent name the computer as their primary distraction.
EXTERNAL TIME-WASTERS 1. Telephone interruption 2. Socializing 3. Meetings 4. Lack of information 5. Lack of feedback 6. Lack of adequately described policies and procedures 7. Incompetent coworkers 8. Poor filling system
INTERNAL TIME-WASTER 1. Procrastination 2. Poor planning 3. Failure to establish goals and objectives 4. Failure to set objectives 5. Inability to delegate 6. Inability to say no 7. Management by crisis 8. Haste 9. Indecisiveness 10. Open- door policy
TAKING BREAKS  Taking regularly scheduled breaks from work is important as breaks allow the worker to refresh both physically and mentally.  Strongan and Burt‟s(2000) studies of students hunger/thirst ,boredom, feeling tired , lack of concentration and mental exhaustion were identified most commonly as the reasons for taking breaks.  Kriegel (2002) says that when individuals are overworked ,they must recognize that longer hours on the job do not necessarily produce the desired outcome. Thought- A passionate 90%of work effort is more effective than a panicked 110%. R.Kriegel
DEALING WITH INTERRUPTIONS  All managers experience interruptions.  Lower- levels managers experience more interruption than higher- level managers.  Fist and middle managers are more involved in daily planning and thus directly interact with a greater number of subordinates.  Frequent work interruption result in situational stress and lowered job satisfaction.  Managers needs to develop skill in preventing interruption that
USING A TIME INVENTORY  Using time inventory is one way to gain insight into how and when persons is most productive .it also assist in identifying internal time-waster.  There is no way to beg, borrow, or steal hours in the day.  If time is habitually used ineffectively, being a manager will always be stressful.
MONOCHRONIC TIME MANAGEMENT STYLES  Monochronic style refers to do one thing at a time. characteristics  People tend to begin and finish projects on time.  Have clean and organized desk as a result of handling each piece of paper work on time.  Are highly structured.
POLYCHRONIC TIME MANAGEMENT STYLES  Polychronic style typically do two or more things simultaneously. Characteristics  People tend to change plans .  Burrow and lends things frequently.  Emphasize relationship than task  Builds long-term relationship
GROUP ACTIVITY  Groups discussion among 3 groups  Topics :  setting daily priorities exc:9.4 (pg#198)  A busy day at the public health agency exc 9.5(pg#202)  Creating a shift time inventory exc:9.8 ( pg #207)
REFERENCES  Marquis, B.L. & Huston, C.J (2006).Leadership Roles and Management Functions in Nursing: Theory and Application. Lippincott Williams & Wilkins. Page 192- 207.
Time management

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Time management

  • 1. TIME MANAGEMENT Presenter: Ms Tiffany Chichester Gilkes RN
  • 2. OBJECTIVES  Understand the definition of time management.  Describe the steps in time management.  Identifying priority settings and procrastination.  Outline the leaders roles and function in time management.  Identify how to manage time at work , daily planning , and personal time.  Identify time wasters both internally and externally.  Outline methods of time management.  Differentiate between polychronic and Monochronic time management styles.
  • 3. TIME MANAGEMENT  Time management-is making optimal use of available time.  Is the act or process of planning and exercising conscious control over the amount time spent on specific activities ,especially to increase effectiveness , efficiency or productivity.
  • 4. BASIC STEPS IN TIME MANAGEMENT step1 • Allow time for planning, and establish priorities step2 • Complete the highest priority task whenever possible, and finish one task before beginning another. step3 • Reprioritize based on the remaining tasks and on new information that may have been received.
  • 5. PRIORITY SETTING AND PROCRASTINATION  Vacarro (2001) suggest that there are five priority –setting traps: 1. Whatever hits first –this occurs when an individual simply responds to things as they happen rather than thinking first then acting. 2. “Path of least resistance”-the individual makes an erroneous assumption that is always easier to do a task personally and fails to delegate appropriately.
  • 6. CONT. 3. “Squeaky wheel”-the individual falls prey to those who are most vocal about their urgent request. 4. “Default’‟-the individual feel obligated to take on task no one else has come forward to do. 5. “Inspiration‟‟-individual wait until they become „inspired‟ to accomplish task.
  • 7. HOW TO PRIORITIZE WHAT NEEDS TO BE ACCOMPLISH You must divide all requests into three categories: 1. “Don’t do”-items reflect problem that will take care of themselves , are already outdated or are accomplished by someone else. 2. “Do later”- the manager must be sure that large projects have been broken down into smaller projects and that a specific time line and plan for implementation are in place 3. “Do now”-most commonly reflect a unit‟s day-to-day operational needs.
  • 8. LEADERSHIP ROLES IN TIME MANAGEMENT  Is self-aware regarding personal blocks and barriers to efficient time management as well as how one‟s own value system influences one‟s own use of time and the expectation of followers.  Functions as a role model , supporter ,and resource person to subordinates in setting priorities.  Assists followers in working cooperatively to maximize time use.
  • 9. CONT.  Prevents and/or filters interruptions that prevent effective time management.  Roles models flexibility in working with other people whose primary time management style is different.  Presents a calm and reassuring demeanor during periods of high unit goals.
  • 10. MANAGEMENT FUNCTION IN TIME MANAGEMENT  Appropriately prioritizes day-to-day planning to meet short-term and long-term unit goal.  Builds time for planning into the work place.  Analyzes how time is manage on the unit level using job analysis and time motion studies.  Eliminates environmental barriers to effective time management for unit time.
  • 11. MANAGEMENT FUNCTION IN TIME MANAGEMENT CONT  Handles paper work promptly and efficiently and maintains a neat work area.  Breaks down large tasks into smaller ones that can more easily be accomplished by unit members.  Utilizes appropriately technology to facilitate timely communication and documentation.  Discriminates between inadequate staffing and inefficient use of time when time resources are inadequate to complete assign tasks.
  • 12. DAILY PLANNING ACTIONS THAT MAY HELP THE UNIT MANAGER  At the start of each workday , identify key priorities to be accomplished that day.  Determine the level of achievement you expect each prioritized task.  Asses the staff assigned to work with you.  Review the short-and long -term plans of the unit regularly.  Plan ahead for meetings.  Allow time at several points throughout the day to assess progress in meeting established daily goals.
  • 13. MANAGING TIME AT WORK  Gather all the supplies and equipment that will be needed before starting an activity.  Group activities that are in the same location .  Use time estimates .  Document your nursing interventions as soon as possible after an activity is completed .  Always strive to end the workday on time.
  • 14. PERSONAL TIME MANAGEMENT  Personal time management refers in part to knowing of self.  Self-awareness is a leadership skill.  Managing time is difficult if a person is unsure of his or her priorities for time management including short-term , intermediate , and long term goals.  These goals give structure to what should be done today, tomorrow ,(2000)maintains that we should first analyze our work and time management efforts and then develop strategies that attack our problems because we each waste time differently
  • 15. PTM CONT  Hansten and Washburn(1998)suggest that there a three areas of practice that consumes the time of the professional registered nurse: 1. Professional-refers to implementation of the nursing process – the ability to make assessment, plan care , effectively coordinated the efforts of the health care team and evaluate their effect. 2. Technical -includes technical or psychomotor tasks such as cannulation , catherization and injection. 3. Amenity care-is more service oriented , such as focusing on customer satisfaction by ensuring appetizing meals ,aesthetic environment , surroundings, and friendliness of all staff.
  • 16. TIME WASTERS 1. Don‟t make yourself overly assessible. 2. Interrupt 3. Avoid providing socialization 4. Be brief 5. Schedule long –winded pest 6. If you would like to chat and have the time to do so, use coffee breaks and lunch hours for socializing.
  • 17. TIME WASTERS CONT  TECHNOLOGY- Marano (2006) suggest that what differentiates procrastination today from a century is the variety of distractions and diversions available e.g. internet, chat room, online card games and x-box.  Belkin (2005) suggest that technology provides endless ways to waste time.  AOL and salary.com found 45% of respondent name the computer as their primary distraction.
  • 18. EXTERNAL TIME-WASTERS 1. Telephone interruption 2. Socializing 3. Meetings 4. Lack of information 5. Lack of feedback 6. Lack of adequately described policies and procedures 7. Incompetent coworkers 8. Poor filling system
  • 19. INTERNAL TIME-WASTER 1. Procrastination 2. Poor planning 3. Failure to establish goals and objectives 4. Failure to set objectives 5. Inability to delegate 6. Inability to say no 7. Management by crisis 8. Haste 9. Indecisiveness 10. Open- door policy
  • 20. TAKING BREAKS  Taking regularly scheduled breaks from work is important as breaks allow the worker to refresh both physically and mentally.  Strongan and Burt‟s(2000) studies of students hunger/thirst ,boredom, feeling tired , lack of concentration and mental exhaustion were identified most commonly as the reasons for taking breaks.  Kriegel (2002) says that when individuals are overworked ,they must recognize that longer hours on the job do not necessarily produce the desired outcome. Thought- A passionate 90%of work effort is more effective than a panicked 110%. R.Kriegel
  • 21. DEALING WITH INTERRUPTIONS  All managers experience interruptions.  Lower- levels managers experience more interruption than higher- level managers.  Fist and middle managers are more involved in daily planning and thus directly interact with a greater number of subordinates.  Frequent work interruption result in situational stress and lowered job satisfaction.  Managers needs to develop skill in preventing interruption that
  • 22. USING A TIME INVENTORY  Using time inventory is one way to gain insight into how and when persons is most productive .it also assist in identifying internal time-waster.  There is no way to beg, borrow, or steal hours in the day.  If time is habitually used ineffectively, being a manager will always be stressful.
  • 23. MONOCHRONIC TIME MANAGEMENT STYLES  Monochronic style refers to do one thing at a time. characteristics  People tend to begin and finish projects on time.  Have clean and organized desk as a result of handling each piece of paper work on time.  Are highly structured.
  • 24. POLYCHRONIC TIME MANAGEMENT STYLES  Polychronic style typically do two or more things simultaneously. Characteristics  People tend to change plans .  Burrow and lends things frequently.  Emphasize relationship than task  Builds long-term relationship
  • 25. GROUP ACTIVITY  Groups discussion among 3 groups  Topics :  setting daily priorities exc:9.4 (pg#198)  A busy day at the public health agency exc 9.5(pg#202)  Creating a shift time inventory exc:9.8 ( pg #207)
  • 26. REFERENCES  Marquis, B.L. & Huston, C.J (2006).Leadership Roles and Management Functions in Nursing: Theory and Application. Lippincott Williams & Wilkins. Page 192- 207.